The case discusses the talent management strategies at India-based financial banking institution, ICICI Bank Ltd. Since the 1980s, the bank had fostered a culture of nurturing young talent in a bid to create a talent pool and develop a leadership pipeline at the bank. The process of empowering young people, nurturing talent, and developing a leadership pipeline became part of the bank’s culture and reaped several benefits for the bank. Industry observers felt that going forward, the challenge for the bank would be to maintain the momentum, continue international expansion, expand product offerings, improve technological innovation, and continue to nurture young talent.

Description

ICICI Bank Ltd. (ICICI Bank), the India-based financial banking institution, began a process of identifying and nurturing talent in the 1980s. This practice paid rich dividends, with ICICI Bank becoming known as a powerhouse of leadership talent.

Ever since N Vaghul (Vaghul) became the chairman and MD of Industrial Credit and Investment Corporation of India Limited (ICICI) in 1985, the bank had fostered a culture of nurturing young talent. Vaghul brought in a fresh and different approach to working in the organization. He involved younger people at the bank in big projects unlike CEOs of other organizations who preferred to pick senior level managers. This was a bid to develop a talent pool at the bank. Vaghul’s way of empowering young people, nurturing talent, and developing a leadership pipeline became part of the bank’s culture and was carried forward by former CEO and MD, KV Kamath (Kamath) and present CEO and MD, Chanda Kochhar (Kochhar).